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Agenda

11:30 Checkin, 12:00pm Lunch & Presentation, 12:50 – Q&A/Closing.

Must be signed into the Website with PMI.org log in information to get Member pricing. Non-Member must be Guests. Cost is $2.00 extra if they register two or less days before the day of the event. Register and Pay online before online registration at least two days before an event to get the discount.

To reduce costs, cancellations will only be issued a credit towards a future event for the value paid - less 10% service charge. You must cancel through the link in the registration email to trigger the credit.

Groups of five to ten (5-10) can register with all at PMI Baltimore Member Rate. Ten (10) or more Group Discount Code set up offering $2 off per person on the PMI Baltimore Member Rate.

This event qualifies for 1.00 PDU for Strategic and Business Management

When approaching project management, we look at the scope and deliverables, the various phases of the project lifecycle, the schedule, the budget, resources and constraints, risks and threats, and develop a plan and approach based on what is known at the time of project kickoff. Along the way, we control for changing constraints, requirements, scope creep, unforeseen issues, and other factors that may affect the project. This presentation examines many of the common elements and factors that can create challenges, delays, rework, and cost overruns in a project of almost any scale, and provides a practical approach to identifying and mitigating them with a focus on the human, organizational, and practical factors that can either be the project team’s greatest strengths or weaknesses, and fundamental approaches to optimizing them.

Abstract:At the height of the Cold War, the United States, under the leadership of a youthful and, some would argue, unproven President Kennedy, faced off with the USSR, led by the cantankerous Premier Khrushchev.In the balance was the fate of the entire world. The tumultuous and now famous thirteen days that precipitated the negotiated peaceful resolution have been viewed and reviewed through thousands of interviews, hundreds of books and dozens of TV shows and movies; yet the ordeal has never been analyzed through the lens of project management and project leadership.

Clearly, these events predate the development of the formal discipline of project management – or at least project management as we know it today. However, in hindsight, nearly the entire concept of the operation, from the composition and the conduct of the crisis management team, to the documentation required, to the timeline covered and the approach to solving the problem, were what we would now include as key tenets of the practice of project management.

In just the last few years, more and more information has been declassified and documented, offering even greater proof of the incomparable danger we faced during the fall of 1962. It was a crisis like no other with the stakes at the highest level yet known to the human race. And so, it was a project like no other. The price of failure was almost certain death for millions in the US and the USSR and a world on the brink of total destruction.

This was indeed a project that was initiated under duress. It was a project that no one wanted to maneuver through but there it was – an in extremis project; a crisis project that had to be led, managed and concluded to meet very strict parameters because there were no other acceptable alternatives. This project was overseen by a sponsor, led by a project manager and impacted millions of stakeholders and their children, and their children’s children – and you are one of them.

This event qualifies for 1 Leadership PDU.

Early Bird Registration $5 DISCOUNT

$15 PMI Baltimore Member

$17 Non-Member Cost (PMI Members of other Chapters use code PMI-Other for $2 Discount)